Process Owner: AFLCMC/AQ
Date: 25 Mar 2015
Version: 2.1

Version
1.0
1.1
1.2
1.3
2.0
2.1
Effective Date
Record of Changes
Summary
16 May 2013
14 Nov 2013
27 Jan 2014
Basic document. S&P Board on 18 Apr 2013 directed revisions. Approved by S&P Board on
16 May 2013
Update to WBS numbering and diagram to reflect ABE numbering. Updated work days to calendar days. Included reference to developed metrics tool.
Revised metrics. Revision approved by S&P
Board on 23 Jan 2014
17 Mar 2014
25 Nov 2014
25 Mar 2014
Updated links and modified some terms.
Revised cycle times for “Develop Acquisition
Strategy (AS)” and “Develop Request for
Proposal (RFP)” in
Figure 1 , Figure 2 , and
WBS. Changed standard process start date from the submittal of the Presidential Budget
Request (PBR) to PEO signature date of the
Program Charter, ADM, or similar document.
Sample Program Charter included as attachment. Clarified process to be used for
RFP changes after Standard Process completion.
Figure 1 – Top Level Process Flowchart updated to include sub-process cycle times.
Figure 2 – Process Flowchart updated to include PBR Submittal as potential program start date. Reference to Proposal Evaluation
Team Plan (PETP) for sole source acquisitions included under Tools paragraph (7.8). i

1.0
Description .
1.1
The AS is the overall strategy for managing programs from initiation through post production support. An AS is required for all acquisition programs regardless of the acquisition category (e.g., ACAT I, IA, II, III, or Technical Projects) and must be approved by the Milestone Decision Authority (MDA) under the advisement of the
Acquisition Strategy Panel (ASP) (AFI 63-101). Acquisition planning should begin as soon as the agency need has been identified, but not later than the submittal of the
Presidential Budget Request (PBR) Congressional Budget Item Justification documentation (p-doc, r-doc, etc.) for the program. For Foreign Military Sales (FMS) programs, acquisition planning should begin no later than when the final country (if multiple) signs the Letter of Offer and Acceptance (LOA) or LOA Amendment.
1.2
As the AS begins to be identified, the RFP development process can begin. The RFP is a collaborative effort between government stakeholders and industry to develop clear, concise, well-written government requirements to help industry respond to the government’s needs. This top-level standard process ( Figure 1 ) describes the AS and
RFP development for a supply-type acquisition program (either competitive or sole source) >$50M with OSD oversight. However, when combined with the Requirements
Approval Document (RAD) process, will support service-type contracts as well. The
RAD Process is used to identify and obtain approval of contracted support service requirements as applicable (AFI 63-138).
2.0
Purpose .
2.1
The purpose of the AS and RFP process is to consistently develop effective acquisition strategies along with clear, well written requests for proposals to ensure that industry responds appropriately to government requirements to best deliver systems or services that support Air Force capabilities.
2.2
The intent of this process document is to be a top-level road map to train the acquisition team in the development of their AS and RFP and to establish top-level metrics which are identified in paragraph 5.0.
3.0
Potential Entry/Exit Criteria and Inputs/Outputs.
3.1
AS: The entry point for the AS is the acquisition planning start date as indicated by the
Program Executive Officer (PEO) on the Program Charter, Acquisition Decision
Memorandum (ADM), or similar document that initially establishes program objectives, resources, and assigns authority and accountability (Note: For investmentfunded programs, the acquisition planning must start no later than the submittal of the
PBR Congressional Budget Item Justification documentation (p-doc, r-doc, etc.) for the program). A sample Program Charter is included as an attachment (See Attachment 1).
The exit point is an approved acquisition strategy and signed ASP minutes (See Figure
1 ). (If the ASP determines that sufficient funding or requirements have not been provided to support the recommendation, it may either approve the AS contingent upon
PMs follow-up actions or disapprove the recommended AS until further analysis can be completed).
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3.2
RFP: The entry point for initiating development of the RFP (either sole source or competitive) is the same as the AS. The exit point is the RFP release (Note: In instances where the contracting activity is not co-located with the PEO, there needs to be close coordination with the cognizant Contracting Authority prior to release of a solicitation package).
4.0
Process Workflow and Activities.
4.1
Supplier Input Process Output and Customers (SIPOC), Table 1 .
Table 1. SIPOC
S uppliers
Process
Owner
I nputs
Inputs Required to
Execute Process
P rocess
Process
Description
O utputs
Standardized
Process
Training
C ustomers
Who
Receives
Output
Program
Manager (PM) and
Stakeholders
PM and
Stakeholders
Signed Program Charter,
ADM, Transition Support
Plan (TSP), or similar document, signed LOA or
LOA Amendment.
Development of
Acquisition Strategy or Addendum to an
Existing Acquisition
Strategy.
Signed Acquisition Strategy approving Sole-Source acquisition strategy
Development of a
Sole-Source RFP
Signed
Acquisition
Strategy
Document and
Signed ASP
Minutes
Approved
J&A and
Formal RFP
Program
Acquisition
Team
Program
Acquisition
Team and
Contractor
PM and Source
Selection
Evaluation
Board (SSEB)
Chair
Signed Acquisition Strategy approving competitive acquisition strategy
Source Selection Plan
(SSP)
Development of a
Competitive RFP and identify source selection team
Formal RFP
Signed SSP
Program
Acquisition
Team and
Industry
4.2
Process Flowchart. The top-level process flowchart below, Figure 1 , represents the essential tasks for the AS and RFP development process for both supply and servicetype contracts. As you can see in Figure 1 , development of the draft AS and RFP can be accomplished with some concurrency. Because of this concurrency, the process flow days have been detailed in a cumulative baseline of 330 calendar days for servicetype contracts >$50M with OSD oversight as well as supply-type contracts which includes the concurrent RAD process. The top-level development activities are further defined in Figure 2 for both a sole-source acquisition and a competitive acquisition.
4.3
Work Breakdown Structure (WBS). The attached WBS provides additional detail for the activities shown in the process flowcharts. For an MS Excel version of the WBS see
Attachment 2 . Extracts from the WBS are at Attachment 3 for both a sole-source acquisition and a competitive acquisition. You may utilize the WBS activities to form the basis of a schedule or you may tailor and add columns of supporting information.
4.4
Additional work tables, figures, or checklists. N/A
2

Figure 1. Top –Level Process Flowchart
Note: The RAD process is concurrent with the AS Development and the SRD process is concurrent with the AS and RFP Development process and must be completed before the RFP can be released.
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Figure 2. Process Flowchart
Note: Process is based on Sole Source, Supply-Type Contract > $50M with OSD Oversight. Combined with the RAD process, it will support Service-Type Contracts.
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5

5.0
Measurement . Acquisition teams are responsible for establishing a realistic baseline schedule for each process task. Once the team establishes a baseline schedule, the PM is responsible for tracking, down to WBS level 2, their baseline schedule and actual completion dates. They are also responsible for reporting their top-level metrics as outlined in Figure 1. While an acquisition team may start planning as early as necessary, metric tracking will not begin until the Program Charter, ADM, or similar document is signed by the PEO and a copy has been submitted to the “ AFLCMC/AZA workflow mailbox
” for program tracking purposes. The PM will then manually track reporting metrics and report them into the AFLCMC Process Metrics dashboard at least quarterly: https://cs4.eis.afmc.af.mil/sites/1749/Lists/AS_RFP/AllItems.aspx
. Please note, the PM is not responsible to report metrics for individual delivery orders or task orders placed against an Indefinite Delivery/Indefinite Quantity contract.
The top level metrics that will be reported include: 1.1 Develop ASP, 1.2 Conduct ASP, 2.1
Develop RFP and 0 AS RFP collected by requesting the following dates:
5.1
Standard Process Start Date
5.2
ASP Briefing
5.3
ASP Minutes Signed
5.4
Draft RFP Released
5.5
Formal RFP Released
In addition to the schedule metrics, the PM will provide the following information for each program:
5.6
Program Name, PEO, Program Manager, Contracting Officer, Buying Office Location
5.7
Acquisition Category/Service Category Designation
5.8
Oversight Level
5.9
Competitive or Sole-Source Acquisition
5.10
Dollar Amount
5.11
Schedule variance between baseline and actuals and possible causes. Some possible causes to be aware of when documenting variances are as follows:
5.11.1
Inadequate or incomplete inputs
5.11.2
Strategy redirection
5.11.3
Customer rejects
5.11.4
Wait time for reviews
5.11.5
Wait time for sub-process inputs
After the RFP is released and prior to receipt of proposals, the PM will initiate a review with representatives from the Program Office, the ACE, Contracting, Finance, etc. to capture lessons learned and identify possible areas for process improvements.
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6.0
Roles and Responsibilities
6.1
AFLCMC/AQ (Process Owner) is responsible to:
6.1.1
Maintain and coordinate any changes to the “Pre-Award AS and RFP Process” in the AFLCMC Process Directory . HQ AFLCMC/AQ will also solicit feedback from process users on an annual basis to assist in the identification of possible process improvements. HQ AFLCMC/AQ will also take the lead to make timely revisions to the standard process and obtain AFLCMC Standards and Process
(S&P) Board approval as required.
6.1.2
Maintain the AFLCMC ASP Briefing Templates
6.2
PM is responsible to:
6.2.1
Collect and report metric data during development of the AS through solicitation release and provide feedback to process owner, functionals, etc. as needed.
6.2.2
Contact AFLCMC/AQ (Acquisition Center of Excellence) to obtain the most current ASP Template. Coordinate with all stakeholders to solicit input and develop the acquisition strategy briefing and all supporting documentation to provide the ASP Chair with the best viable acquisition strategy and identify any key program issues.
6.2.3
Submit a copy of the Program Charter, ADM, or similar document to the
AFLCMC/AZA and AFLCMC/XP workflow mailboxes.
6.2.4
Populate the AFLCMC Process Metrics dashboard at least quarterly: https://cs4.eis.afmc.af.mil/sites/1749/Lists/AS_RFP/AllItems.aspx
.
7.0
Tools . At this time, there are no mandated tools for the AS and RFP development process; however, the following list of websites may be useful to the PM.
7.1
AF Contracting Central: https://cs.eis.af.mil/airforcecontracting/knowledge_center/Pages/5315-main.aspx
7.2
ACE Gameboard: https://cs.eis.afmc.af.mil/sites/ASCACE/default.aspx
7.3
Acquisition Documentation Development and Management (ADDM): https://cs3.eis.af.mil/sites/AF-AQ-00-04/default.aspx
7.4
DAU Acquisition resources, e.g., https://dap.dau.mil/Pages/Default.aspx
7.5
PM Toolkit: https://hanscomnet.hanscom.af.mil/pmtb/MR/MR.html
7.6
Seven Steps to a Services Contract http://acquisition.gov/sevensteps/step4_pwsconduct.html
7.7
AFLCMC Engineering Guide to Writing RFP Technical Content
7.8
Proposal Evaluation Team Plan (PETP) is a tool used in Sole Source Acquisitions to establish and execute a plan of action to develop an RFP and evaluate a contractor’s proposal in a timely and efficient manner. The template is located at:
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https://cs.eis.afmc.af.mil/sites/ASCACE/pages/Acquisition%20Planning.aspx?PageVie
w=Shared
7.8.1
The PETP covers:
7.8.1.1
Activities needed to develop an RFP (including justification and approval [J&A]), prepare for receipt of a proposal, proposal evaluation, and contract award (includes OPRs, start/end dates, inputs/outputs).
7.8.1.2
Team member expectations and responsibilities.
7.8.1.3
RFP Requirements/Ground Rules & Assumptions enables a common understanding of the RFP requirements and how the team will operate (includes distribution plans, ROEs, communication plans, battle rhythm meetings, evaluation framework, templates,
Work-in-Process (WIP) board use, file structure, etc.)
8.0
Training . Depending on your location, some or all of the following training modules may be available. Contact your local ACE for further details.
8.1
Requirements Definition:
8.1.1
Pre-Award Schedule
8.1.2
Market Research
8.2
Strategy Development:
8.2.1
Risk Workshop
8.2.2
AS Planning Assistance
8.2.3
AS Process Training
8.3
RFP Development:
8.3.1
Sections L & M Workshop
9.0
Definitions, Guiding Principles or Ground Rules & Assumptions .
9.1
Process: While this standard process outlines the activities for a supply-type acquisition > $50M with OSD oversight sample ( Figure 2 ), it will accommodate all types of acquisitions with minor adjustments for appropriate approval levels and
MIRT/Peer reviews as required. Because of the process concurrency, metrics have been established as cumulative work days. While the RAD and SRD processes have been identified in Figures 1 and 2 ; AFLCMC/AQ does not own these processes.
9.2
“As-Is” Process: While this initial “as-is” standard process is considered a baseline, it will be acceptable to make minor “fixes” as long as the process still complies with overarching policy and guidance. An assumption has also been made that the RFP developed under this process will be used to initiate the Standard Process for Contract
Award (Sole Source) , or the Standard Process for Contract Award (Source Selection) .
Once the RFP has been released, any changes to the competitive RFP will be addressed
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by formal contractual amendment. Changes to sole source RFPs will be addressed through each program office's internal change process.
9.3
“To-Be” Process: Once the baseline “as-is” process is established, the next step is to optimize the “to-be” process. Because the calendar flow day metrics are based on a small sample size, additional metric data will be needed to assess possible process improvements. This process should also be reviewed annually to optimize the process and provide lessons learned.
10.0
References to Law, Policy, Instructions or Guidance . Process standardization is required by the AFMC and AFLCMC Strategic Plans. References that relate to this process can be found within the attachments.
Attachment 1 . Sample
Program Charter
Attachment 2.
WBS
MS Excel Attachment 3. WBS Extract
WBS - AS RFP
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Attachment 1: Sample Program Charter
The ASP for this program shall be conducted no later than ___________________ in accordance with the AFLCMC Pre-Award Acquisition Strategy (AS) and Request for Proposal (RFP)
Standard Process.
The date of this document herein initiates the acquisition planning process.
PEO Signature Block
10

11

Process Name: Pre-Award Acquisition Strategy and RFP Development
Process Owner: AFLCMC/AQ
Attachment 3: Work Breakdown Structure
Last Updated: 27 Oct 2014
12

Attachment 3: Work Breakdown Structure
Process Name: Pre-Award Acquisition Strategy and RFP Development
Process Owner: AFLCMC/AQ
3
3
Lvl WBS Activity Activity Description
1.4.1
1.4.2
Draft and socialize
J&A
Obtain J&A approval
The RFP can be initiated concurrently with the AS development.
1 2.0
Develop RFP
PM
OPR
Duration
Calendar
Days
300
Supplier
PM and all
Stakeholders
Input
PBR Submittal
Requirements
Output Customer
Last Updated: 27 Oct 2014
Tool Reference or Guide
3
3
2 2.1
3
Develop RFP
2.1.1
Develop draft RFP
2.1.2
Request data call
2.1.3
Conduct exchanges with industry
Develop a draft request for proposal (RFP). Begin working with all government stakeholders to develop contract structure and type, identify product support requirements, develop delivery schedules, develop and approve contract data requirements lists (CDRLs), make an DD 254 determination, etc. Once the SAT has approved the proposed acquisition strategy, begin soliciting feedback on the Draft
RFP from contractor.
PM
3 2.1.4
Finalize Draft RFP
2 2.2
Develop Source
Selection Plan (SSP)
Prepare Source Selection Plan (SSP). Note: SSP must be approved before the RFP can be released. [For competitive]
3
3
2.2.1
2.2.2
Develop draft SSP
Obtain SSA approval and signature
Source
Selection
Evaluation
Board (SSEB)
Chair
PM
SSA
2 2.3
Conduct PEER review
For competitive acquisitions, a peer review must be accomplished on all programs >$1B and special interest programs.
USD(AT&L)
2 2.4
3
3
2.4.1
2.4.2
Release solicitation Obtain approval to release request for proposal (RFP).
For sole source acquisitions, obtain legal review for legal sufficiency. PCO and
Conduct legal review
AFMC LO
Obtain business clearance
For competitive acquisitions, obtain Business Clearance approval to release the Formal RFP.
PCO,
AFLCMC/PK, and AFMC LO
3
3
2.4.3
2.4.4
Obtain SSA approval to release
For competitive acquisitions, obtain source selection authority (SSA) approval to release request for proposal (RFP)
Submit formal solicitation
STOP
For competitive acquisitions, submit formal solicitation to
FedBizOpps. For sole source acquisition, submit formal solicitation to contractor.
Total Cumulative Calendar Days: 330
270
60
15
30
PM and all
Stakeholders
Peer Review
Team
PCO
PCO
PBR Submittal
Requirements
Source Selection
Authority (SSA)
Draft RFP
Final RFP
MDD ADM, ASP
Minutes, Final
RFP, Signed AS
MDD ADM, ASP
Minutes, Final
RFP, Signed AS
Draft RFP
Draft RFP
Industry
Industry
Approved SSP SSEB Chair
AT&L, MDA
RFP approved for release
PCO
RFP approved for release
PCO
ConWrite
ConWrite
FAR Part 15, SAF/AQC
Policy Memo, 11-C-05, and Mr. Kendall
Template Outline, 20
Apr 11
FAR Part 15, SAF/AQC
Policy Memo, 11-C-05, and Mr. Kendall
Template Outline, 20
Apr 11 https ://cs .ei s .a f.
mi l /a i rforcecontr a cti ng/knowl edg e_center/Pa ges /
5315-ma i n.a s px
FAR Part 15.3 DOD
Source Selection
Procedures Para 2.2
DOD Policy Letter, Peer
Reviews of Contracts for Supplies and
Services, 29 Sep 08
MP 5301.9001(f)
MP 5301.9001(f)
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